Appendix A. Strategic Review and Business Analysis of the PERFORMING ARTS. February 2011

Transcription

1 Appendix A Strategic Review and Business Analysis of the OAKVILLE CENTRE FOR THE PERFORMING ARTS February 2011

2 PURPOSE OF THE REVIEW Four Questions of the Oakville Centre for the Performing Arts What is the best it can do? How do we optimize the facility? What should we be doing in the future? What are the options for reducing the tax levy contribution? 2

3 CONTENTS 1. Strategic Profile 2. Operating Analysis 3. Business Planning 4. Staffing Model 5. Facility Analysis 6. Concluding Remarks 3

4 OCPA Achievements operating over peak capacity (>240 occupancy days per year) consistently in the last five out of six years providing a high service level to the community excellent reputation for professionalism achieved a balance of two lines of programming: Community rentals by locals, and presentations of professional touring acts for the local community Costs are lower than average in Ontario but service is superior Expenses have risen, but seat count has remained the same too small to earn surpluses Ticket prices have been regularly increased to offset costs The theatre is doing the best it can with resources available 4

5 1. STRATEGIC PROFILE Context Vision Mission Values Program Goals 5

6 Context - Today s Theatre Environment The majority of performing arts theatres in Canada are subsidized Many cities and towns in Canada operate theatre facilities as cultural institutions and community services Variables affecting earned to contributed income ratios: Seating capacity - revenue capacity Market size Number of venues Program Audience diversity 6

7 Typical Cultural Institutions Libraries are among the few cultural institutions to receive consistent support.

8 Professional Performing Arts Facilities Performing Arts Facilities are all unique combinations of: Corporate and Tax Status - Public, Private, NFP, Charitable Business Model - Presenting, Rental, Producing, Exhibiting Resident Companies - Community Theatre or Professional Primary Disciplines - Music, Theatre, Variety, Dance, Opera Facility Management - Municipal, NFP, Commercial # of Venues Basic is theatre plus rehearsal hall Seating Capacity - Under 250, , 601-1,000, 1,000, 1,001+ Market Area depends on the program and inventory 8

9 History of the OCPA 1975 designed as 635 seats for 68,000 population 1976 built as multi-purpose, 485-seat theatre Cost was $1,800,000, Town paid 22% or $400,000 For local and professional groups seat hall/studio theatre finished 1990 receiving and storage area completed Late 1970 s 9

10 Background Since 1977, the Centre has been a pivotal factor in the Town s cultural vibrancy, economic prosperity and social well being. Oakville was one of first small municipalities to invest in a theatre of this type. It has fostered local talent, celebrated Canadian performers and welcomed international artists to Oakville. been a source of pride, inspiration and creative renewal to Oakville residents for over 30 years. been a catalyst for knowledge-based executive relocation and economic prosperity in the historic downtown. helped to forge a shared identity and sense of place in Oakville as a Town that values its culture. been an indispensable anchor for historic downtown revitalization with all of its attendant benefits of prosperity, animation and safety. 10

11 The OCPA is home to 40 local community arts groups generating joy, skill and discipline in the performing arts. 11

12 Vision The Oakville Centre for the Performing Arts aspires to provide a set of professional services which nurtures, showcases and encourages appreciation of artistic talent and the celebration of the human spirit. 12

13 Mission The Oakville Centre for the Performing Arts is a Townowned, Town- funded and professionally staffed facility that exists to serve the performing arts needs of the residents of Oakville by mentoring and hosting community performing arts groups and their audiences in a professional performance environment, and; offering Oakville audiences of all ages and circumstances an opportunity to collectively experience, explore and celebrate themselves through the arts of dance, music, storytelling, theatre, film and digital media. 13

14 Values The Centre is guided by the Strategic Directions of the Town of Oakville and the Municipal Cultural Plan. In addition, the staff of the Centre responds to the community with fairness to achieve a balance of recreational, community and professional programming. encouragement of diverse voices, locally relevant work and intergenerational participation in the performing arts. respect for the dignity and integrity of the performer, artists, arts organizations and cultural groups of the Centre. professionalism in programming, production, performance, promotion, hospit ality, community service and safety. expertise in facilitating understanding of and interaction with the performing arts. 14

15 Program Goals Renting - Providing and managing a professional performance environment for mentoring and housing community performing arts. Presenting (or Audience Development) - Offering diverse, meaningful and relevant programming to the community by presenting touring works. Community Engagement - Providing opportunities for performing arts appreciation, stewardship and ownership through mentoring, training, value-added programming and educational collaborations. 15

16 Proposed 3-5 Year Program Goals To cultivate, nurture and showcase a range of local talent and disciplines. To segment and develop audiences across the spectrum of Oakville s demographics and cultural diversity. To maximize collaborative efforts at community engagement. To develop means of measuring the impact of the Centre on the community. 16

17 2. OPERATING ANALYSIS Market and Audience Current Operations Key Performance Indicators Capacity Occupancy and Use Days Financial Implications of Use Operating Results Summary Current Tax Levy Levels Options to Reduce Tax Levy 17

18 Market Conditions for Facility Rentals seats Incubators seats Community Theatres or Theatres Occupied by Resident Companies 601-1,000 seats Small Presenting Theatres or Recital Halls 1,001-1,799 seats Mid-Sized Presenting Theatre or Concert Hall 1,800 seats+ Large Presenting Theatre or Opera House 18

19 Area Theatre Facility Inventory Number of Seats Rose Theatre Studio, Brampton 100 Living Arts Centre - Rogers Theatre, Mississauga 110 Theatre Aquarius Studio, Hamilton 125 Oakville Centre for the Performing Arts - Studio 128 Drury Lane Theatrical Productions, Burlington 132 Theatre Burlington 150 QEP Black Box Theatre, Oakville 80 QEP Rehearsal Hall, Oakville 150 Meeting House - Mini Space, Oakville 200 Burlington Performing Arts Centre - Studio Theatre 225 Theatre Sheridan, Oakville 300 Living Arts Centre - RBC Theatre, Mississauga 382 Meadowvale Theatre, Mississauga 395 Lester B Pearson Theatre, Brampton 470 Oakville Centre for the Performing Arts - Mainstage 485 Milton Theatre 500 Burlington Performing Arts Centre - Mainstage 730 Theatre Aquarius, Hamilton 750 Rose Theatre Main Auditorium, Brampton 880 Mohawk College, Hamilton 1039 Meeting House - Main Space, Oakville 1300 Living Arts Centre - Hammerson Hall, Mississauga 1315

20 Current Rental Client List Allegro School of Dance Jacob Moon Ann's Studio Lollipop Kid Culture Appleby College MacLachlan College Aspects of Dance Oakville Children's Choir Balletomane Performing Arts in Motion Oakville Museum Bounty Enterprises Oakville Players Burlington Footnotes Oakville School of Dance Burl-Oak Theatre Group Oakville Symphony Orchestra Canadian Music Competitions Oakville Wind Orchestra Circle of Harmony Poor Cousin Theatre Cristina Pora Balaceanu Classical Dance Academy Dance Exchange Dearcroft Montessori Downtown Oakville BIA Fern Hill School Fern Hill School (Burlington) Grace Academy Halton Youth Symphony InMotion Dance Intrada Brass Recreation & Culture Rick Imus Rotherglen School (Oakville) Rotherglen School (Primary) Studio X Theatre Panache Toronto All-Star Big Band West End Studio Theatre White Oaks High School Willowglen School 20

21 Rental Client Growth Potential The QEP may germinate future user groups and audiences for the Oakville Centre. A modest number of groups may transfer to Burlington for proximity, accessibility, seating capacity and/or quality. Potential client demand currently exceeds the Centre s capacity demand should be categorized and tracked. Oakville lacks purpose-built theatres and recital halls with a seating capacity over 600 seats. A comprehensive survey should be undertaken to determine current and future client facility needs. 21

22 Audience Development & Demographics Oakville has a high growth rate of 14.4% over five years between , and a growing potential audience for the Centre for the Arts. Population Oakville Ontario Canada 2006 Population 165, ,160, ,612, Population 144,738 11,410,046 30,007,094 % Change +14.4% +6.6% +5.4% 22

23 Demographic Indicators of Audience Potential Education the more educated a populace, the more likely they will be theatre-goers Creative Occupations the more creative the population, the larger the potential audience for cultural experiences Diversity a growing and increasingly diverse population requires a cultural crossroads Affluence classical performing arts tend to attract affluent and/or well-educated patrons Gender women tend to be the performing arts ticketbuyers and more frequent theatre-goers 23

24 Oakville s Affinity for the Arts 69.9% of Oakville s population aged 25 and over has post- secondary education as compared to 56.8% of Ontarians. 3.8% of Oakville s labour force is employed in creative occupations as opposed to 3.1% of Ontarians. 18.4% of Oakville or 30,315 people are visible minorities, compared to 16.2% for the nation. The median household income in Oakville is more than 30% higher than the rest of Canada. Oakville s male to female ratio is 48.5% to 51.5% of the population. 24

25 Oakville Audience Mapping 25

26 Oakville Market Share Statistically, Oakville is likely to have a high loyalty audience base of 15% and a lower loyalty audience base of 50% of the population. Oakville Population Projections Market Share at 15%, three times per year Market Share at 50%, once per year 165,000 74,250 82, ,000 90, , , , ,500 26

27 Oakville Centre Area Ticket Buyers In 2009, 63% of OCPA ticket buyers were from Oakville and 37% of ticket buyers were from outside Oakville s Town boundaries.

28 Market Areas - 20 and 30 km RADII 20 km Market Area Population 939, km Market Area Population 3,793,014 28

29 Audience Growth Potential Given the Oakville Centre s history of attendance, and Oakville s demographics, growing population and current inventory of performing arts facilities, there is no question that the audience base for performing arts in Oakville has the potential ti to grow significantly. ifi Measures of success for the Oakville Centre should include target market penetration as well as social and economic impacts. Market segmentation studies should be considered. 29

30 Events The OCPA hosts and provides: And subsidizes local community arts groups Presented works to generate income Presented works to generate new audiences Meetings Outreach services Jazz Festival Saturday Snuggles Remembrance Day Staffing for Waterfront Stage, Seniors Picnic and other events 30

31 Current Operations The Oakville Centre for the Performing Arts is available for use from 355 to 364 days of the year. It is not unusual for the theatre to operate on a 16 hour per day schedule and be intensely busy during certain times of the year Total Centre Performances Total Rental Performances Total Other Performances Total Performances Total # of Opening Nights In 2010, the facility was closed for fourteen (14) weeks, resulting in a lower than normal number of events and performances.

32 Occupancy Days The Oakville Centre for the Performing Arts has a high level of occupancy days. For a theatre of this size, scope and staffing structure, a reasonable maximum is 240 days of the year. Maintaining a threshold allows staff time to plan for community engagement, revenue-generating marketing, new programming initiatives and reduce overtime and burn-out Total Occupancy Days In 2010, the facility was closed for fourteen (14) weeks, resulting in a lower than normal number of events and performances.

33 3. BUSINESS PLANNING Financial Implications of Use Operating Results Summaries and Comparisons Current Tax Levy Levels Options to Reduce Tax Levy 33

34 Summary of Measurable KPIs Currently Monitored: # of rental clients annually # of rental days booked # of presented performances # of opening nights Average capacity attendance at presented programming Total attendance at all rental, presented and special events Potential Additions: # of outreach events and/or initiatives Participation in community engagement programs Staff participation in professional development Participation rates in segmented markets # of partnerships in community engagement programs Town Council and staff engagement/participation 34

35 6 Year Scan of Operating KPIs Primary Programs # of Rental Clients # of Days Booked # of Presented Performances Presented Works Attendance 18,069 16,674 22,041 16,475 17,259 13,549 Presented Works % of Capacity Sold 75% 73% 74% 65% 59% 61% Ticket Pricing Range $23-63 $ $20-70 $ $ $18-93 Drama School Enrolment N/A Total Attendance 77,549 69,348 76,501 68,750 66,649 54,644 # of Staff (FTE Employed) # of PT Staff (Front Of House) # of PT Staff (Box Office) # of PT Staff (Technical) # of Volunteers # of Members/Donors # of Sponsors

36 Rental and Centre Use Levels The majority of use days are community rentals. Centre activities (presented series and other uses) account for the majority of expenses and revenues. 29% Use 0 Expenses 35% Revenues 33% 71% 65% 67% Rental Centre *These pies represent percentages only. Their sizes do not reflect comparable dollar values.

37 Rental Fees Revenues for the rental use of the facility are generated through user fees and cost recoveries. OCPA rental fees are appropriate for its location and quality of services. Facility OCPA Auditorium OCPA Studio Rental Fees $102 - $189* per hour Seating Capacity 485 Technical Technical Supervisor $51 - $77* Technical per hour Supervisor Brock Centre for the Arts, St Catharines $90 $155 per hour 500 & 533 Technical Supervisor Charles W. Stockey Centre $600* for the Performing Arts, per day Parry Sound Algonquin Theatre, Town of Hunstville * as well as a per ticket surcharge $ * per day Front of House Manager 2 Ushers Ticket Taker Box Office FOH Manager Bartender Box Office none 415 none minimal 408 none none 37

38 Rental Fees The direct program expenses that are covered, in part, by rental fees are Technical Expenses (Staff, Equipment) FOH and Box Office Costs (Staff, Concessions and Ticketing Supplies, Equipment) Fee Subsidies (for eligible user groups) Other facility overhead costs related to rentals include Administration of contracts Facility operating and upkeep costs Currently, the fees and recoveries from rental clients cover approximately 81% of rental related expenses, down from 92% in By comparison direct revenues from presentations ranged By comparison, direct revenues from presentations ranged from 99% of direct expense in 2007 to 82% in

39 Subsidies and Discounts Resident Subsidized rates for Oakville based organizations that meet the criteria include a reduction of 36%. Non-Resident Subsidized rates include a reduction of 9%. The rate reductions for subsidized groups are expense lines in the OCPA operating budget. The OCPA offers discounts for daily and multi-day rentals: Discount s for Max. 8 hrs 1 perf 40 hrs 3 perfs 40 hrs 4 perfs Main Auditorium Daily Rate Weekly Rate Weekly Rate Average Discount 6.6% 28.3% 14. 5% Studio Daily Rate Weekly Rate Weekly Rate Average Discount 20.6% 30.0% 16.9% 39

40 Rental Rate Changes Change in Rental Rates % 4.7% 0% * 3.0% Change in Rental Use Days 26.2% 2% -13.1% 1% 22.4% -16.3% ** -- * Rental rates did not change in 2010, but staff charge backs and ticket processing fees were increased ** 2010 figures are lower than normal due to the facility being unavailable for use for fourteen (14) weeks. Local user groups say they continue to use the OCPA despite rental increases because there isn t an acceptable alternative facility. User groups have indicated that further ticket pricing changes during a recession would be a problem. The OCPA provides more services as part of the base rental fee than comparable facilities, but it is not likely that the user groups or the management would be inclined to reduce the quality and number of service personnel. 40

41 Centre Use Presented Shows Presented performances are considerably more expensive than rental use. Artists fees represent approximately 60% of the total cost of presentation, and crew costs another 20-25%. Revenues for presented performances are almost entirely from ticket sales (85-90%). Ticket revenue is limited by seating capacity (485 seats) and audience demand. Increasing the number of artists and performances presented will increase costs but does not guarantee a matching increase in revenues. 41

42 OCPA Program Capacity The seating capacity is modest for presented work; a venue with a larger capacity is desirable. Average attendance for presentations is, appropriately, in the range of 60-70% of capacity. Growing community engagement programs will require more operating support and staff. 42

43 Annual Financial Operating Comparison EXPENSES Rental Use $420,870 $418,406 $460,194 $446,434 2 Presentations $882,136 $770,537 $797,047 $697,115 3 Community Engagement $23,796 $26,829 $29,472 $15,259 Primary Services Subtotal $1,326,803 $1,215,773 $1,286,712 $1,158,807 4 Front FrontofHouse&BoxOffice of $ $291,141 $ $280,199 $ $301,255 $ $271,457 5 Marketing & Sponsorship $166,811 $177,504 $161,731 $136,462 6 Fundraising $0 $0 $0 $0 Supporting Programs Subtotal $457,953 $457,704 $462,986 $407,919 7a Administration & Facility Staff $212,431 $233,168 $228,856 $237,474 7b Admin Materials & Supplies $41,150 $55,594 $35,297 $26,593 8a Building Maintenance $32,238 $51,719 $59,201 $48,442 8b Occupancy Costs $181,507 $179,844 $159,225 $142,786 Resource& AssetMgt Subtotal $467,327 $520,326 $482,579 $455,296 TOTAL $2,252,082 $2,193,802 $2,232,277 $2,022,023 Change Over Previous Year 2.52% +1.75% 9.42% 43

44 Annual Financial Operating Comparison REVENUES Rental Use $373,287 $349,175 $405,913 $362,380 2 Presentations $867,224 $746,346 $723,678 $569,937 3 Community Engagement $49,180 $46,007 $40,590 $24,458 Primary Services Subtotal $1,289,691 $1,141,528 $1,170,181 $956,775 4 FrontofHouse&BoxOffice of & $ $251,672 $ $228,001 $ $230,694 $ $246,690 5 Marketing & Sponsorship $64,150 $110,000 $72,100 $50,542 6 Fundraising $32,466 $63,307 $28,890 $37,580 Supporting Programs Subtotal $348,288 $401,307 $331,684 $334,813 7 Admin Misc. Recoveries $0 $0 $6,167 $12,404 8 Transfer from OC Capital Surcharge $10,000 $10,000 $10,000 $10,000 Resource & Asset Management Subtotal $10,000 $10,000 $16,167 $22,404 TOTAL $1,647,979 $1,552,835 $1,518,032 $1,313,992 Change Over Previous Year 7.14% 2.24% 13.44% 44

45 Annual Financial Operating Comparison TAX LEVY $ 604,126 $ 640,915 $ 712,671 $ 713,020 Change Over Previous Year 23% 6.09% 11.20% 0.05% As % Of Operating Expenses 29% 29% 32% 35% Trends Over Four Years: Presentation attendance and income has decreased, reflecting a general industry trend. Sponsorship income is not likely to increase without community advocacy and increased valuation. Front-of-house, advertising and other income have remained stable. Salaries and benefits and facility occupancy costs have increased. Trends over ten years should be analyzed.

46 Financial Ratios Given the Centre s building type and program, its earned to contributed income ratio should be 60:40. Earned income is currently higher than 60%. Overall, on annual costs in the $2 million range, the OCPA had a cost recovery of 75% in 2004/05; in 2010 it was 68.5%. The OCPA is cutting costs annually, but revenues in the current recession have declined more than expenses have been reduced. The multi-year benchmark and financial operating trends should be analyzed back to the year 2000 and maintained over time in order to analyze trends. 46

47 Comparative Municipal Tax Levies/Subsidies % tax levy/ subsidy Add l municipal services # of venues seats (largest venue) Sanderson Centre, Brantford 34% yes 1 1,125 $ $91.79 Rose Theatre, Theatre City of Brampton 41% no $ $53 50 $53.50 River Run Centre, Guelph 16% yes $ $88.23 Grand Theatre, City of Kingston 31% yes $ $36.93 Orillia Opera House 61% yes $ $ Kiwanis Theatre, Chatham 46% yes Showplace, Peterborough 18% no Brock University Centre for the Arts 50% no Markham Theatre for the P. Arts 13% yes $ $50.90 Oakville Centre Charles W. Stockey Centre for the Performing Arts, Parry Sound Algonquin Theatre, Hunstville 29% yes y $ $83.89 $ 24% yes $ $ % yes $ $40.23 Average 34% $ $71.64 Municipal Cultural Spending per capita household $ $ Municipal Cultural Spending represents gross cultural spending within the direct operations of the respective municipalities (e.g. Museums, Galleries, Grants, Cultural Centres, Performing Arts Centre etc) and may vary from Municipality to Municipality.

48 OCPA Tax Levy The OCPA s required tax levy has increased over the past four years, but the degree by which it is growing is decreasing. The primary reason for the increased tax levy is that revenues have recently decreased more than expenses TAX LEVY $ 604,126 $ 640,915 $ 712,671 $ 713,020 As % Of Operating Expenses 29% 29% 32% 35% Annual OCPA Expenses $2,252, $2,193,802 $2,232, $2,022,

49 Recommended Efficiencies The OCPA is operating beyond the recommended days of use of 240 days per year. It is currently fulfilling its mandate and mission and recovering 65-70% of the Town s investment. It is viewed as a venerable and successful municipal cultural institution throughout Ontario. Its operation is seen to be generally cost-efficient. The ticketing selling market is a rapidly changing one, (more so than the facility rental service market) It is recommended that changes be monitored for now and some of the following opportunities may warrant further exploration:

50 Increasing Rental Fees Increasing Revenues The demand for the centre has increased steadily and rents raised annually. Further consultation with user groups is warranted to try to keep pace with increases to staff wages. Target Marketing The economic downturn starting in 2008 has had an impact on ticket sales across the sector. OCPA has sold 61% of capacity. It is recommended that the centre develop a plan to deliver targeted marketing to market segments for undersold shows. 50

51 Scaled Seating Increasing Revenues The patterns of sales should be examined for preferred seating that sells out first. Consider a VIP pricing premium on those seats. This option must be carefully evaluated against its potential effect on membership sales and patron loyalty. 51

52 Reducing Costs Reducing Rental Discounts The OCPA offers multi-day discounts for multiple-day rentals to reflect the lower cost of set-up. These discounts could be re-examined examined and potentially reduced over time. Reduction in Service The OCPA offers a very high level of professional service. Services include technical staff, box office, ushers, etc. Some savings could potentially be realized by reducing select services, depending upon current labour contract arrangements. 52

53 4. STAFFING MODEL 53

54 Organizational Structure Ownership, Governance and Management Objectives 1. Ownership requires a competence in the protection of property and cultural assets. The owner's primary objective is serving the public interest. 2. Governance requires a competence in public policy and service. The governance objectives of the property are to fulfil community and cultural goals. 3. Management requires a competence in the performing arts and adequate resources human, facilities and equipment, and finances. The objectives are to interpret governance policies, fulfil the mission and offer client and audience satisfaction. OCPA is understaffed compared to many Ontario theatres. 54

55 OCPA Current Organizational Chart Senior Manager Cultural Services Theatre Manager/ Programmer (9 Reports) Recreation & Culture Department Marketing & Development Supervisor Technical Front of House Admin, Systems & Box Office Marketing & Development Supervisor Coordinator Coordinator Coordinator Coordinator Part-time House Managers* Clerks (2) Part-time Marketing Assistant Full-time Technicians (2) Part-time ushers, ticket takers, etc Part-time clerks(4) Part-time Technicians (3) Volunteers Full-time non-union mngmt/staff Part-time/ Contracts Union 55 Volunteers

56 OCPA Reporting Structure This kind of management structure requires considerable delegation of authority and responsibility. A strategic, service-oriented approach would focus on artist or client relations, audience or customer relations, community relations and resource management or administration. Two existing alternative structures are provided from Guelph and St. Catharines. 56

57 Guelph- River Run Centre Organizational Chart Director of Community Services General Manager (5 Reports) Advisory Board Assistant to General Manager Technical Front of House Ticketing & Event Services Development & Communications Supervisor Supervisor Supervisor Supervisor Lead Technician Operations Coordinator Box Office Coordinator Marketing Services contracted as needed House Technicians (3) IATSE Technicians Cleaners FOH Staff Volunteer Coordinator Box Office Sellers Admin Assistant Full-time non-union mngmt/staff Union Volunteers Part-time/ Contracts 57 Volunteers

58 St Catharines - Centre for the Arts Organizational Chart VP Administration and Finance (Brock University) Director(5 Reports) Administrative Assistant Technical Audience Services Marketing & Sales Client Services Production Manager Manager Manager Manager House Technicians (3) 3-4 Part-time FoH Supervisors Media Promotions Assistant Part-time Students as needed Parttime Student Ushers Box Office Assistant 70+ Volunteers Part-time Box Office Assistant Part-time Staff (6) Full-time non-union mngmt/staff Part-time/ Contracts Union 58 Volunteers

59 OCPA Staffing Costs Administration is stable; all other costs respond to demand 1,000, , , , , , , , , , admin tech front of house box office other 40% 35% 30% 25% 20% 15% Function as % of total staff costs admin tech front of house box office

60 5. FACILITY ANALYSIS 60

61 Current Condition Assessment The Oakville Centre is a well designed playhouse for the spoken word and amplified sound. It is very well located and served downtown development well. At 35+ years old, the building is overdue for a retrofit; it requires a master plan. The biggest issues are Limited number, type and seating capacity of venues Poor street visibility and parking accessibility Limited lobby, front-of-house of services Inadequate barrier-free accessibility Building built below grade 61

62 Best Practices in Performing Arts Centres Multiple, specialized venues Centralized downtown cultural crossroads Economy of scale and operational efficiency Critical massing strong identity and compelling destination festival potential cross fertilization of artists A Feasibility Planning Study is required 62

63 6. CONCLUDING REMARKS What is the best it can do? The Oakville Centre is doing the best it can with the resources available to it. The current facility is a playhouse built for a town of 68,000, and is now best suited to community, semi-professional and professional theatre, as opposed to touring star attractions or acoustic music. The facility is already beyond its recommended capacity of 240 dates per year 63

64 6. CONCLUDING REMARKS How do we optimize the facility? The current facility has limited venues, seating and revenue-generating capacity. Interim capital expense should be minimized. Trends suggest the need for more interactive, interdisciplinary, experiential and recreational engagement with the performing and media arts, however this may require more staff in the areas of audience development and engagement 64

65 6. CONCLUDING REMARKS What should we be doing in the future? The community of Oakville has outgrown its 35-year-old performing arts facility. In the future, Oakville s demand for professional presentations and community-artist interactions is likely to increase with the population growth. Facility renewal options should be identified in a comprehensive feasibility study planning process to determine how best to serve Oakville in the future. It should address: Community needs Programming opportunities Market conditions Facility renewal options Human resource issues and service provision 65

66 6. CONCLUDING REMARKS What are the options for reducing the tax levy contribution? Target Marketing Increasing Rental Fees Scaled Seating Reducing Rental Discounts Reduction in Service 66